#restructuring

Underperforming BUs are getting a massive reorg first week in December

Massive lay offs “restructuring” in May 2025 in all locations of Innovage. Poorly communicated & poorly planned. In 2024 & 2025 , they were hiring a lot of people & even giving referral bonuses, but only to be layed off. Up until a week before the lay off , they were hiring therapists. Suddenly they rescinded the offer, then maybe After a week, they laid off PT’s/OTs, rehab aides, etc. Why did they even hire so many, then lay them off.

ABN AMRO plans to cut 5,200 full-time jobs by 2028, it said on Tuesday, as the Dutch bank seeks to deliver on its cost-cutting promises and focus on its core businesses.

The reduction, equal to more than a fifth of the lender's workforce, will affect all business areas, including recently acquired Hauck Aufhäuser
Lampe and NIBC Bank, CEO Marguerite Bérard told Reuters.

• Apple cuts dozens of sales roles to streamline operations for institutional clients.
• Affected teams include government sales and briefing centers; employees can reapply for new roles.
• Moves align with broader tech layoffs and Apple’s shift toward third-party resellers.
• Strong revenue contrasts with stock underperformance amid competitive pressures.
• Restructuring aims to maintain Apple’s tech sector edge despite workforce challenges.

https://www.ainvest.com/news/apple-restructures-sales-force-boost-institutional-sales-efficiency-2511/

There will be more layoffs here.

Charlie keeps trimming out the lower level folks who actually keep everything running. The people doing the real work are the first to go while the higher tiers stay untouched. Every restructure makes the front line weaker and more stressed. It is hard to watch the backbone of the place get chipped away like it is nothing.

Heard some rumors that another round of "restructuring" is happening before the end of the year for the KC teams

Apparently our wonderfully absent tech leader feels that "AI will make our delivery teams obsolete"

I’m hearing December 1st, 8th, 15th, layoffs have already started, re-org is coming, 1NA is coming, sending jobs to Russia, sending jobs to Mexico, 3000 layoffs, he-l somebody even said 20%+ which would mean 60k+ employees and would be the biggest layoff in American history for a single company.

Does anybody have any solid information on real December layoffs or restructuring and what groups are impacted. Frontline? Managers? Division, HQ? Etc.

United’s Lubbock headquarters is planning layoffs tied to corporate restructuring. The reductions focus on office and support roles.

Providence Swedish is cutting 150 to nearly 300 positions across Seattle and Puget Sound. The co is restructuring clinics, insurance operations, and administrative units.

Crystal Dynamics has been hit by another round of layoffs. The cuts r due to restructuring and cost reductions. More to come.

With the appointment of a new Vice President of Exploration, who joins us from Total, Chevron’s exploration organization is entering a period of significant transition. Nearly all leadership groups — including ERT, Exploration Excellence, GOA, New Ventures, and others — are experiencing uncertainty as the company prepares for a major restructuring.

This change is being driven by several critical challenges:

1- Exploration results have consistently fallen short of expectations.

2- Leadership within the exploration unit has lacked clear vision and direction.

3- Technical performance has not met the standards required to remain competitive.

The new Vice President is expected to bring fresh leadership, new strategies, and a renewed focus on technical excellence. While this transition may be unsettling, it represents an opportunity to rebuild Chevron’s exploration capabilities and position the company for stronger results in the future. A new chapter is beginning, and with it comes the chance to redefine success.

https://www.bnamericas.com/en/news/ibm-to-shut-latin-america-rd-center-amid-global-overhaul

USPB is no more. Decisions will be made over next 6 weeks how to align the former USPB functions (Analytics, Risk, COO, and Client Experience) into Cards and Wealth. There will undoubtedly be layoffs in 1Q26 for these groups impacted. I’m sure redundancies will also occur in Cards and Wealth for the incoming people as well.

So I had cause to re-watch Office Space over the weekend. The studio released this movie in 1999. It focuses on the corporate absurdities that permeated cubicle life in the late 1990s, with the lead-up to Y2K as a backdrop.

I’ve seen the movie countless times and still find the story of the Bobs—two consultants hired to reduce headcount—hysterical, although the last seven years of hired consultants and annual layoffs is a bit too much art imitating life.

What struck me this time was a throwaway line I hadn’t noticed before. The main characters work for a company named Initech—which, they explain, is a made-up word created by smashing innovation and technology together. Sound familiar?

So the “innovative” naming that made us all Solvers became part of cinematic history over 25 years ago. Make no mistake, folks: these leaders of ours are not bringing anything new. We talk about AI and the positions it will eliminate, but with this crew of senior leaders, we could replace them with a Magic 8-Ball that simply says, “Hire consultants and restructure.” That seems to be their cure for anything that ails us.

Happy Thanksgiving all.

Any word of SGL, salary, VCIP, and RSU changes for individuals moved to new roles? I know some were demoted and informed of compensation changes at the time of that notification, but is everyone else to assume that no changes are coming? Will we experience similar SGL restructuring as occurred in Canada?

I just got a call. My store is not closing but I was still laid off due to “restructuring” Dec 31st is my date!

I wonder why Union isn’t involved in layoffs because every where I read if the company is restructuring even Union could be laid off! I safely assume August 2026 no more contracts for Union employees. Someone help me understand.

https://www.ocregister.com/2025/11/18/mattel-laying-off-89-workers-in-brand-restructuring/

I work in GNT, below is what I’m hearing as of 10:30EST on 11/19. Please share what you are hearing in the comments.

1. If your AD is getting cut, your ED will notify your AD first thing tomorrow morning, and then notify ICs on the AD’s team. Depending on your ED, they may give the AD the option to call ICs if the AD would like to make those calls themselves.
2. If your AD is not getting cut, they will get a list after 5pm today and they will start making calls at 8am tomorrow. They may not send calendar invites, so don’t infer anything from that.
3. Once everyone is notified, your AD (or ED if your AD is impacted) will set up a call with the survivors.
4. This isn’t just layoffs, it’s also a major restructuring. Markets will be merged. I’m hearing that there will be restructuring/reorganization beyond markets being merged, but I haven’t heard any details.

This su-ks. It has been poorly managed. I’m sorry for everyone who will be impacted, and I’m sorry for survivors who are already spread thin and will be expected to take on inhumane levels of work. Each one of you deserves better than this. Be nice to your colleagues, give everyone a little extra grace, and make sure you have everyone’s contact info on your personal phone.

Town hall this morning announced that we're going to combine IBO and the GSCs, and that we will eliminate some redundancies.

Buckle up, it's time for another round of musical chairs aboard the RMS Titanic.

A major restructure just announced with layoffs attached. Positions cut in warehouse, distribution, and account executives.

https://www.calcalistech.com/ctechnews/article/h1cjws5xwx

Cisco to lay off dozens in Israel as restructuring hits local operations

So sourcing consultants with their wise words of caution to enterprise clients.

https://www.lb3law.com/blog/verizon-restructuring-what-enterprise-customers-need-to-know/

Fresh off the all-hands meeting, where leadership proudly told us everything is “record-breaking, absolutely historic, folks”, the company rolled out a restructuring plan so wild it should come with a safety label.

They’re desperately trying to fix what even duct tape, prayer, and three consultants named Kramshi, Vamshi and Bamshi couldn’t fix. And then, of course, the master stroke: shifting jobs to India because someone read a PowerPoint that said “globalization = savings” in big sparkly letters. Brilliant! Truly next-level thinking. Never mind that they understand the local culture about as well as they understand their own product roadmap. They probably think the caste system is just an optional settings menu you can turn off. Brilliant!

I’m sure nothing says “operational excellence” like replacing entire teams overnight and hoping the universe sorts it out. Really incredible work, if the goal is chaos, confusion, and a corporate bingo card full of terrible ideas.

Tremendous work! S'more Popcorn Please!

Talent Acquisition team decimated on Friday 2 weeks after they were told of a hiring freeze for the rest of the year.

Regional Medical Center of Central Alabama has announced that it will lay off 90 employees and end inpatient care as it restructures its operations.

The hospital says it will file an application with the State Health Planning and Development Agency to convert itself into a rural emergency hospital.

https://www.waka.com/2025/11/13/greenville-hospital-to-lay-off-90-employees/

I am an enterprise architect that has been tasked with implementing AI from design to implementation. We have been very busy for the past two years, from governance, safety and control rack, and stack. Yes, AI is very impressive, and does bring a lot to the table for immediate impact on workflows, data science and automation. With that All being said AI still needs human in the loop, I don’t care how much we can build the guard rails, hallucinations are still a plague for us. But I will tell you that Google is very active and their consultant services, about what they are learning from Gemini. Every day employees use Gemini, but all you’re doing is training a system. I know they have that little disclaimer at the bottom that they are not using any Verizon data to train, but they are. They just use different words for it. This has been in the works for a while, and will be used as future metric data, for future cuts. I will tell you that this downsizing that’s coming is not because of AI, it’s not mature enough inside of Verizon. These cuts are trying to curve the bleeding that our past leadership has left us in. They are going to sting, but won’t be part of a overall strategy. Yes they will announce some flashy, news attention seeking moves this week. But nothing truly about the honest direction where we’re about to go. Do you think it was just by chance that our new CEO mentioned perplexity in his first? conversation? He has a very big stake in perplexity.

Bayer has let go of about 13,500 employees, including around 5,000 managers, since implementing a new operating model in early 2024. CEO Bill Anderson said in a recent earnings call that he expects a slower rate of headcount reduction moving forward.

https://www.biospace.com/job-trends/bayer-layoffs-continued-in-q3-but-ceo-says-cuts-should-be-incremental-moving-forward

Don't ask "how do they expect [any function] to continue?". They don't. Verizon will look completely different very quickly and your job, if you still have one, is going to change. Whether it's a sale, merger, or complete dismantling, the old phone company is no more.

The transformation of Verizon under CEO Dan Schulman, driven by AI, to mirror the goals of the Department of Government Efficiency (DOGE)—to achieve a radical reduction in operating friction and an aggressive overhaul of the cost structure—but focused on customers and internal processes rather than stove piped, bureaucracy.

Schulman has explicitly stated his plan is to "aggressively transform our culture, our cost structure and the financial profile" to make the company "simpler, leaner, and scrappier," using AI as the central engine for this change.

AI-driven transformation, analogous to a DOGE-style overhaul at Verizon:

AI as the "DOGE" for Verizon: Two Core Pillars
The transformation centers on AI simultaneously improving the customer experience (to drive retention) and automating operations (to slash costs).

1. Eliminating Customer "Bureaucracy" (The CX Overhaul)
   The goal is to use AI to dismantle the complexity and friction that causes customers to leave (churn).

Hyper-Personalized Offerings:

The Change: Instead of navigating complex plans and bundles, Generative AI analyzes each customer's real-time usage (data, call, streaming), device ecosystem, and loyalty history to instantly suggest the single best, most cost-effective plan for them. This simplifies the shopping process and eliminates the customer suspicion of being overcharged.

The DOGE Parallel: This eliminates "wasteful" time and frustration for the customer, much like streamlining a government form.

Proactive and Instant Customer Service:

The Change: AI-powered churn prediction models identify customers who are highly likely to have an issue or switch carriers before they even call. AI then triggers a proactive intervention, such as adjusting network capacity in their area, automatically applying a loyalty discount, or sending a personalized text to check in.

The DOGE Parallel: This is a shift from reactive management (only fixing problems after a complaint/crisis) to proactive, preventative problem-solving, eliminating the need for expensive, high-touch support calls.

Intelligent Agent Routing and Support:

The Change: When a customer does call, AI uses a "Fast Pass" or similar system to instantly categorize the caller's need (e.g., "international billing issue," "Fios speed problem") and route them to the exact human expert trained in that niche, cutting down transfer times and repeat explanations.

The DOGE Parallel: Maximizing the productivity of the human workforce by ensuring they only handle the most complex cases, eliminating time wasted on simple tasks.

1. Aggressively Restructuring the Expense Base (The Cost Transformation)
   AI will be deployed internally to achieve the "simpler, leaner" operations Schulman has promised, translating directly into major job role changes and cost cuts.

Automation of Back-Office Functions:

The Change: Intelligent automation takes over large-scale, repetitive tasks in billing, supply chain, and contract management. This results in significant staff reductions (layoffs) in administrative and support roles, a key part of the "scrappier" business model.

The DOGE Parallel: This is the direct application of "cutting wasteful expenditures" and "downsizing the federal workforce" by replacing manual labor with efficient software.

Network Optimization and Predictive Maintenance:

The Change: Machine Learning (ML) models continuously analyze network performance data to predict equipment failures, automatically adjust power consumption across cell sites, and optimize technician dispatch routes. The network essentially becomes self-healing and energy-efficient.

The DOGE Parallel: Modernizing technology and software to "maximize governmental efficiency and productivity," saving billions in maintenance and energy costs.

Precision Capital Allocation:

The Change: Data science and AI are used to determine precisely where capital should be invested (e.g., which specific neighborhoods need a 5G Ultra Wideband upgrade versus which areas can rely on existing infrastructure) to maximize subscriber growth and revenue return, rather than blanket spending.

The DOGE Parallel: Ensuring that every dollar is spent wisely and effectively to achieve strategic goals, much like a government audit of taxpayer funds.

The overall goal is a tectonic shift in Verizon's identity: from a company primarily defined by its physical network build-out to a digital-first, data-driven organization where AI dictates every interaction, promotion, and operational expense.

Another Verizon setback is on the horizon. Cuts are being made without collaboration with leadership that is directly involved in the work. Not the slightest idea of who does what and their job function. Dan starts his vision by taking 10 steps back, and it will take many years to get back to where we are at the moment. While AI is the future, it often produces inaccurate results and information that is not even relevant to the data sets it has been instructed to review, summarize, and recommend. Can't wait to witness the lawsuits and chaos it produces.Well deserved to the leadership that is blind to the way systems and technologies are currently working!

The departments and roles most at risk in Verizon’s current layoff wave are those in non-hub locations, remote-only roles, legacy functions, and middle management, with a particular emphasis on areas not directly tied to core business transformation or strategic platforms.[reuters +3]
High-Risk Departments and Roles
• Remote/Non-Hub Employees: Workers based outside core and business hub locations or those exclusively remote are the primary targets.[remio +2]
• Middle Management: Over 20% of management roles, especially those with duplicative functions or not clearly aligned with growth priorities, are flagged for reduction.[finalroundai +1]
• Legacy and Support Functions: Departments relying on old technologies, process-heavy support teams, and administrative roles—especially those made redundant by automation or digital platforms—face higher risk.[remio]
• IT Support and Operations: Routine IT, helpdesk, and non-strategic operations, particularly those not driving cost savings or transformation, are being streamlined.[remio]
• Finance, HR, and Shared Services: These centralized functions face consolidation, with job loss risk greatest for those outside highly specialized, strategic, or compliance-driven roles.[fortune +1]
• Sales in Declining Markets: Sales teams in underperforming or shrinking segments are seeing targeted reductions, especially if their territory overlaps with others or shows declining ROI.[deccanchronicle]
Safer (But Not Immune) Roles
• Employees in critical, revenue-driving, or transformation-aligned teams—especially in core hubs—are less likely to be cut, but all business areas are under some level of scrutiny this cycle.[reuters +1]
In summary, remote workers, non-hub office staff, duplicative middle managers, and those in legacy support areas face the highest layoff risk at Verizon during this restructuring.

ExxonMobil is set to lay off 2,000 workers globally as part of a restructuring plan aimed at improving efficiency and consolidating operations.

Overview of Layoffs

Number of Layoffs: ExxonMobil announced it will cut 2,000 jobs worldwide, which represents about 3% to 4% of its global workforce of approximately 61,000 employees.

Affected Regions: The layoffs will primarily impact operations in Canada and the European Union, with 1,200 positions expected to be cut in Norway and EU countries by the end of 2027. There are currently no planned job cuts in the U.S..

Reasons for Layoffs

Restructuring Plan: The layoffs are part of a long-term restructuring strategy aimed at cutting costs and improving operational efficiency. ExxonMobil is consolidating smaller locations into regional hubs to enhance collaboration among employees.

Market Conditions: The decision comes amid fluctuations in global oil prices, which have prompted many energy companies, including ExxonMobil, to reduce their workforce to maintain profitability in a challenging market.

ExxonMobil has stated that the restructuring is necessary to align its global footprint with its operating model, emphasizing the need for collaboration in a rapidly changing energy landscape. A spokesperson noted, "Our global office network was established decades ago under very different circumstances".
Global News

These layoffs reflect broader trends in the oil and gas industry, where companies are adjusting to lower prices and focusing on efficiency amid ongoing market volatility.

From everything I’m hearing I’m retail there will be a massive shift incoming. Here is everything I’ve heard so far:

1.Operations and potentially VBG will take massive cuts and be rolled into existing retail framework. With ops/SMB leadership taking on way more stores each.

1. Store closures which cause re-org/re-districting - Re-districting will cause Sr. Directors will get assigned more stores per territory and there will be a 15-25% cut to Sr. Directors.

2. Once the re-org takes places Directors will take a massive cut. Directors will go from 6-8 stores each to 12-18 stores each, which will cause a 50-75% reduction in Directors. (Directors I know that left within the last 45 days were not backfilled and some of our directors are running 12-15 stores since last month. Then at the beginning of this month we’re told not to expect a backfill)

3. This is just the first wave. During Q1 there will be additional store closures to remove repetitive locations, mall locations, and unprofitable locations. Also during Q1 layoffs stores will be asked to go to 1 Assitant Manager with keyholders shouldering more responsibility (following the T-mobile model here).

This is just what I’ve heard in the position that I am in and wanted to share what I know.

"Today we've made the difficult but necessary decision to reorganize Crystal Dynamics' studios and teams. As a result, we've parted ways with just under 30 team members across various departments and projects as we restructure the company and business for our next generation. Crystal deeply thanks all of those impacted for their incredible talent, hard work, and dedication, which helped shape the studio in so many ways. We are committed to offering our fullest resources and support to you during this transition.”

https://www.notebookcheck.net/Crystal-Dynamics-announces-new-layoffs-and-it-s-worrying-for-the-next-Tomb-Raider-game.1163412.0.html

The next wave isn’t some mystery, it’s already baked into our strategy. When leadership pivots this hard into AI, it isn’t because they suddenly care about “efficiency.” It’s because they’re building a structure where human labor becomes optional.

Once the next round is done and AI systems hit their next iteration milestone, the company will need another injection of savings to justify the spend. That’s when the follow-up layoff is planned. Everyone will be surprised. It won't be because the market shifted overnight. Because massive automation projects always demand a second cut to “realize value" it's the only way we make the money from it.

And the pattern is predictable:
• automate what you can,
• offshore what you can’t,
• shrink the org until the balance sheet looks cleaner.

People keep saying, “AI can’t replace us.” But that’s exactly what these systems are being trained to do, absorb workflows, mimic decisions, and reduce headcount. It won’t replace everyone, but it will replace enough roles to hit whatever targets leadership promised the board.

We’re watching a slow-motion restructuring disguised as innovation. Employees feel it long before leadership admits it. Pretending otherwise doesn’t protect anyone, it just blindsides people who could’ve been preparing.

Leadership has already set this in motion and they know the next outcome but they're going to work you harder than ever so the AI gets trained on good data practices as you all help to make the AI perfect.

At least we don't see any government regulators coming down to regulate AI and save jobs....oh yeah, probably because the top AI company's own the AI conversation right now and they need to move fast before they lose control.

Good luck to all

These major changes being executed by Verizon's new CEO, Dan Schulman, are way overdue at the obscenely bloated and underperforming telecom behemoth. Relentless price increases, undifferentiated products & services, absolutely horrible customer service and sheer corporate arrogance has driven many customers away at a time that competition has intensified in the mature telecommunications industry. Speaking as a customer it's about time this rotten and miserable company gets shaken up! Best of luck to all my career compadres going thru this period of upheaval at Verizon. P.s., Knowing Dan Schulman personally, I told you this was coming!

Verizon's Layoff Plan Exposes Growing Divide Between Investors and Employees

Verizon's New CEO Sees the Need to Implement Aggressive Changes Including Job Cuts

14 November 2025, 2:29 PM GMT

New Verizon CEO to intensify cost transformation and expense base restructuring, including job layoffs.
Verizon's sweeping cost-cutting plans are triggering sharply different reactions from the two groups whose futures hinge on the company's next moves. Investors see the restructuring as a long-awaited correction—one that could streamline operations, protect dividends, and lift a stock that has lagged behind competitors for years. But inside the company, employees describe a climate of mounting fear and uncertainty as reports of mass layoffs circulate with little internal guidance from leadership.

This widening gap between Wall Street optimism and workforce anxiety has become the defining feature of CEO Dan Schulman's early tenure. As the company prepares for what could be the largest layoff in its history, workers say they are bracing for a painful transformation, while shareholders look on with cautious approval. The result is a company moving in two emotional directions at once: confidence at the top, and unease on the ground.

A Gloomy Christmas for 20K Employees
Christmas 2025 will be different for an American telecom giant and gloomy for its employees. News reports say Verizon Communications will implement a massive workforce reduction of up to 20,000 as soon as next week. Also, up to 200 stores will be converted into franchises to be operated by independent owners.

Verizon is downsizing, and the twin news regarding job layoffs and new business direction are the initial moves of Dan Schulman as Verizon's CEO. The former PayPal chief assumed the post on 6 October 2025.

On his first day as CEO, Schulman already laid out his priorities. 'We are going to maximize our value propositions, reduce our cost to serve, and optimize our capital allocation to delight our customers and deliver sustainable long-term growth for our shareholders,' he said.

Aggressive Transformation
During the Q3 2025 earnings presentation in late October, Shulman shared his vision on how Verizon will return to growth.

'We are going to take bold and fiscally responsible action to redefine Verizon's trajectory at this critical inflection point for our company. We will rapidly shift to a customer-first culture —one that thrives on delighting our customers,' Schulman said.

'These will not be incremental changes. We will aggressively transform our culture, our cost structure, and the financial profile of Verizon in order to put our customers first, compete effectively, and deliver sustainable returns for our shareholders,' he added. His predecessor, Hans Vestberg, was network-first focused.

Financial Highlights
In the three months ended 30 September 2025, total operating increased 1.5% to $33.8 billion compared to Q3 2024, while net income climbed 48.2% year-over-year to $5 billion. On a year-to-date basis, the bottom line increased 18.1% to $15.2 billion from a year ago. After nine months, free cash flow reached $15.8 billion, up 9% year-over-year.

Total broadband connections rose 11.1% to more than 13.2 million versus the same quarter last year, including 306,000 broadband net additions. The partnership formed with Tillman Global Holdings' Eaton Fiberlast October will expand Verizon's broadband offering.

Schuman notes that, for the past few years, Verizon has relied too heavily on price increases for financial growth. He believes that over-reliance on price without subscriber growth isn't sustainable. He vows to discontinue the strategy.

Instead, the customer-first culture will simultaneously drive a much more efficient cost structure that fully supports incremental investments. Customers will delight in this without the decline in margins.

'My top strategic imperative for Verizon is to grow our customer base profitably across our mobility and broadband subscription businesses.' Schuman said.

No market success
Schulman acknowledged that Verizon's stock performance has been disappointing for shareholders. The share price stands at $41.11, up less than 10% year-to-date, with a three-year total return of 31.35%.

Despite this, Verizon, with a market capitalization of $172 billion, has increased its dividend for 19 consecutive years. Current shareholders benefit from a 6.71% dividend yield following the September hike.

Largest Layoff Ever
Verizon has yet to confirm the shocking news about the impending job layoffs. If true, 15% of the total workforce will be out of the company payroll. Remember, Schulman emphasized at the onset that aggressive change is needed through cost transformation and a restructuring of the expense base.

https://www.ibtimes.co.uk/verizons-layoff-plan-exposes-growing-divide-between-investors-employees-1754943

15,000 jobs gone. A ‘streamlined’ future promised. Yet executive pay stays sky‑high and friends get hired into new divisions. If we truly want transformation, let’s stop cutting the backbone of the company and start listening to the people who actually make it work.